Mapping the employee innovation journey.
Channeling employee drive into organizational change.
Sngular, a fast-growing technology consultancy, set out to design a company-wide initiative to capture, manage, and act on ideas from employees at every level — spanning corporate policies, processes and tooling, physical working conditions, and business improvement. The project ran over three to four weeks.
I defined and facilitated a series of ideation and co-design workshops with employees across the organization. Drawing on interviews, an effort-vs-impact matrix, actor mapping, problem statements and HMW prompts, I synthesized findings into a structured report and a service blueprint, delivering both an MVS to launch the initiative immediately and a foundation for a purpose-built tool down the line.
Immediate launch enabled: The MVS was fully defined, giving the organization a concrete and deployable starting point.
Roadmap unlocked: The sessions produced the definitions, resources, and assets needed to plan a long-term internal service with a bespoke tool.
Employee initiative made visible: The process surfaced genuine engagement across all levels, reinforcing the challenge as a truly organization-wide effort.
Designing for participation across every level.
I started with in-depth employee interviews, extracting insights and headlines that would later fuel the workshop phases. Including participants with experience of similar initiatives elsewhere proved especially valuable, their perspective grounded decisions in what had and hadn't worked before.
The main logistical challenge was assembling, and keeping, a cross-hierarchical group that included HR, communications, and a C-suite member alongside employees from across the business. Availability conflicts required constant improvisation: reshuffling timings and leaning on engaged participants to bring others along. Keeping sessions deliberately light and humor-forward made the difference, it lowered defenses and encouraged honest, unprejudiced contributions.
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Mapping actors to unlock the architecture.
The turning point came when we consolidated a shared definition of the challenge and mapped the three core actor groups — participants, decision-makers, and the challenge team — identifying what each needed and how they connected. That map became the backbone of everything else: the DAFO-adjacent matrix, the HMW prompts per actor group, and ultimately the blueprint tracing the full life of an idea from conception to implementation and evaluation.
A Minimum Viable Service with long-term foundations.
The project closed with a structured report and a fully defined MVS, a solid, immediate start for the initiative. It also laid the groundwork for a future internal service with a purpose-built tool, and made one thing unmistakably clear: employees at every level were genuinely motivated to improve the company they work in.
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